I know I made plenty of mistakes in my tenure. But one of the things that you learn is to be very careful and to protect yourself down the road a little bit, which is to say you've got to think ahead and think where is the story going to go? What are all the possible outcomes? And how do I protect the president from unexpected twists and turns in the road?

Campaigns often make standing on principle the highest of virtues - and listening to your opponents a sure sign of weakness. It's the virtual opposite of what it takes to succeed in office. Squaring the circle takes a powerful combination of skills. But presidents who can campaign and compromise are generally the most successful.

On the day I started college in 1979, no woman had ever been on the United States Supreme Court or served as the Speaker of the House. None had been an astronaut or the solo anchor of a network evening news broadcast. Not one had been president of an Ivy League college or run a serious campaign for president.

There are people in the public sector with a range of experiences that have no equivalent in business, but are essential to governing, like keeping a kid in school or helping someone get and hold a job. The value of those skills can't easily be measured against a bottom line.

Women have to be the biggest champions in the world of other women's choices.

The exposed nature of life in the public square affects leaders' attitudes toward risk - and failure.

In the run-up to the 1992 Democratic convention, Clinton's campaign realized that voters thought the young governor had a privileged upbringing. They didn't buy his alleged concern for the middle class.